Why Killer Products Don’T Sell - How To Run Your Company To A New Set Of Rules如何在新规则中操控你的公司

2009-1  

Gotts, Ian/ Rowsell, Dominic  

165  

Coming from conversations with executive teams of technology companies, venture capitalists, and M&A advisers, the insights contained in Why Killer Products Don?t Sell are gold dust. First the book lays bare the claim that sales is sales is sales. It exposes the 4 very different ?Buying Cultures? and how they should be approached: Value Offered, Value Added, Value Created, and Value Captured. But it also gives a proven methodology for assessing a company?s product mix (?offering? vs ?buying culture?), and a transformation approach to optimize sales and improve competitiveness.

AcknowledgmentsForeword Introduction 　What this book is about　Why we wrote this book 　A bar in Rotterdam 　Who should read this book 　How to read use this book 1: SOME KILLER PRODUCTS REALLY DON’T SELL 　So many products, so few sales 　Heroic failures 　So firstly, what is a failure? 2: IT’S NOT HOW YOU SELL, BUT HOW CUSTOMERS BUY 　Sales is sales is sales - right? 　4 Buying Cultures 　How does this all relate to the Geoffrey Moore’s Chasm? 　WIIFM - so what exactly does this all mean to me? 　How do people buy? 　Momentum = getting the right people on board 3: IF THEY ARE BUYING - ARE YOU SELLING? 　Choosing the correct Buying culture 　Exploring the buying cultures 　Different buying cultures, different operational cultures 　What does a Value Captured Company feel like? 　What does a Value Created Company feel like? 　What does a Value Added Company look like? 　What does a Value Offered Company look like? 4: THE BEST KEPT SECRET - VALUE CREATED SALES 　Why Value Created 　Why do some many companies get it wrong? 　Vital Signs 　Why is Value Created difficult? 　A Value Added salesman in Value Created sales cycle 　A now some good news 5: THE MAGIC OF A VALUE CREATED COMPANY 　The Perfect Storm 　The case for change 　Management 　R&D 　Marketing 　Sales 　Delivery 　Support 　Safety notes 6: SO WHAT CAN I DO ABOUT IT? 　CEO 　CEO of Start-up 　Chief Operations Officer 　Sales Director 　Head of M&A 　Head of Marketing 　Investors or VCs 　　Head of Innovation 7: ALWAYS CHANGE A WINNING TEAM 　Can you have too much success? 　So, are you performing? 　Transformation - the OCA Methodology 　Using the OCA Methodology 　The Final Word: a Summary 　Appendix 　Case Study - Eden Project 　Book summary - Common Approach, Uncommon Results: How adoption and delivers the results you deserve 　Book summary - Crossing the Chasm & Inside the Tornado 　Book summary - The Empty Raincoat: Making Sense of the Future 　Book summary The Art of the Start: The Time-Tested, Battle-Hardened Guide for Anyone Starting Anything 　Leading vs lagging metrics 　Running senior management workshops 　Case Study - First Recovery

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